New institutionalism increasingly informs work on comparative human resource management (HRM), downplaying power and how competing logics play out, and potentially providing an incomplete explanation of how and why ‘HRM’ and associated practices vary in different national contexts. We examine HRM in Pakistan’s banking industry and assess how managers’ espoused views of HRM practices reflect prevailing ones in dominant HRM models, and how they differ from early-career professionals’ perceptions of these practices. The cultural script of ‘seth’ (a neo-feudalist construction of authority) influences managers’ implementation of HRM policies and competes with the espoused HRM logic. We argue that managers will pursue a ‘seth’ logic when managing employees, as it reproduces existing power differentials within companies. By doing so, they render HRM unrecognizable from dominant models. Indeed, by using the term ‘HRM’, much of the existing, new institutionalism-influenced literature rationalizes a particular view of organizations and management that is inappropriate and analytically misleading in emerging economies.

新的制度主义越来越多地为以下方面提供信息：比较人力资源管理（HRM），低调的权力以及竞争逻辑如何发挥作用，并可能无法完全解释“ HRM”和相关惯例在不同国家背景下如何以及为何有所不同。我们研究了巴基斯坦银行业的人力资源管理，并评估了管理人员对人力资源管理实践的看法如何反映了主导性人力资源管理模型中的主流观点，以及它们与早期职业人士对这些实践的看法有何不同。“ seth”（新封建的权威结构）的文化底蕴影响着管理者对人力资源管理政策的实施，并与信奉的人力资源管理逻辑竞争。我们认为管理者将追求“道德”管理员工时的逻辑，因为它重现了公司内部现有的权力差异。这样，它们使HRM无法从主导模型中识别出来。确实，通过使用“ HRM”一词，许多受到新制度主义影响的现有文献都使组织和管理的一种特殊观点合理化，而这种观点在新兴经济体中是不合适的，并且在分析上具有误导性。